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Occupational Health and Safety Council of Ontario (OHSCO)

WORKPLACE VIOLENCE PREVENTION SERIES

A Toolbox

Developing Workplace

Violence and

Harassment Policies

and Programs:

DisclaimerThe material contained in this Toolbox is for information and reference purposes only and is not

intended as legal or professional advice. The adoption of the practices described in this material may

not meet all the needs, requirements, or obligations of individual workplaces.

Purpose....................................................................................................................................................................ii

Workplace Violence Survey ..................................................................................................................................1

Policy, Program, and Training Review Tool ..........................................................................................................6

Workplace Violence Assessments ......................................................................................................................16

General Physical Environment Assessment ........................................................................................................18

Risk Factor Selection Tool ..................................................................................................................................22

Assessment for Specific Risk: Direct Contact with Clients (CC)..........................................................................25

Assessment for Specific Risk: Handling Cash (HC) ............................................................................................29

Assessment for Specific Risk: Working with Unstable or Volatile Clients (VC)....................................................35

Assessment for Specific Risk: Working Alone or in Small Numbers (WA) ..........................................................40

Assessment for Specific Risk: Working in a Community-based Setting (CS)......................................................44

Assessment for Specific Risk: Mobile Workplace (MW) ......................................................................................48

Assessment for Specific Risk: Working in High-Crime Areas (CA)......................................................................52

Assessment for Specific Risk: Securing/Protecting Valuable Goods (SV) ..........................................................57

Assessment for Specific Risk: Transporting People and/or Goods (TG) ............................................................61

Action Plan ............................................................................................................................................................66

Example Workplace Violence Policy ..................................................................................................................67

Example Workplace Harassment Policy ............................................................................................................68

Recognizing Domestic Violence in the Workplace ............................................................................................69

Creating a Safety Plan ..........................................................................................................................................70

What if the Abuser and the Victim Belong to the Same Workplace? ..............................................................72

Resources..............................................................................................................................................................73

Acknowledgements ..............................................................................................................................................75

i

Developing Workplace Violence and Harassment Policies and Programs: A Toolbox

Table of Contents

ii


Purpose

This Toolbox supports Developing Workplace Violence and Harassment Policies and Programs: What Employers

Need to Know http://www.labour.gov.on.ca/english/hs/pubs/wvps_guide/index.php, which outlines steps that will help

you protect the workers in your workplace from the hazard of violence.

This Toolbox contains information, tools, and assessments that can be useful to employers as they develop a

workplace violence policy and program, a workplace harassment policy and program, or a domestic violence

program.

Workplaces are not required to use all or any of the tools presented in this Toolbox. Employers may use other

tools or techniques to help them to comply with the requirements of the Occupational Health and Safety Act.

Contact your Health and Safety Association with any questions about workplace violence prevention. Ontario’s health

and safety associations have sector-specific information, programs, and services related to workplace violence and

harassment, as well as other topics. See the Resources section for contact information.

Use, reproduction, or customization of these tools to meet sector or workplace-specific needs is recommended and

encouraged. These documents are available online http://www.labour.gov.on.ca/english/hs/pubs/wvps_guide/index.php

and http://www.labour.gov.on.ca/english/hs/pubs/wvps_toolbox/index.php

This survey may be used to ask workers and management about their perception of their safety in the workplace. It

can also be used as part of Step 1 in Developing Workplace Violence and Harassment Policies and Programs: What

Employers Need to Know.

Workplaces are not required to use this survey, or any survey, in order to comply with the Occupational

Health and Safety Act.

Before distributing this survey, add an introduction that outlines the purpose of the survey, how the results of the

survey will be reported, with whom the results will be shared, and how it will be used. The survey should be

anonymous.

Physical Environment

1


Workplace Violence Survey

(Based on material from the Ontario Safety Association for Community and Healthcare.)

Do you feel safe at work? ■■ Yes ■■ No

Has your workplace been designed to protect you from workplace violence? ■■ Yes ■■ No

In your opinion, are there adequate measures to protect you? ■■ Yes ■■ No

If you answered No to any of the previous questions, please indicate whether the

following areas require improvement:Yes No N/A

Lighting

Security checks or protocols (identification checks, sign-in sheets, etc.)

Restrictions on public access to work areas (secured elevators, stairwells, etc.)

Security in areas used to store personal belongings (locker rooms, etc.)

Security staff

Security of restrooms

Security of parking lots

Communication procedures (for example, when and how to call for help)

Layout of work areas (visual obstructions, unsecured objects and furniture, etc.)

Security devices (surveillance equipment, silent or sounding alarms, panic

buttons, personal alarms, telephones, cell phones, etc.)

Other:

Incidents at Work

2


Have you been hit, pushed, physically assaulted, or otherwise attacked while■■ Yes ■■ No

working at this organization?

If you answered Yes:

• Where did the incident occur?

• Did you report the incident? ■■ Yes ■■ No

• How did you report the incident? ■■ Orally? ■■ In Writing?

• Who physically assaulted or otherwise attacked you?

■■ client/customer ■■ member of the public ■■ co-worker

■■ partner/ex-partner ■■ manager/supervisor ■■ other:

Have you been sexually assaulted or been the target of a sexual incident while ■■ Yes ■■ No



• Where did the incident occur?

• Did you report the incident? ■■ Yes ■■ No

• How did you report the incident? ■■ Orally? ■■ In Writing?

• Who assaulted you?



Have you been threatened with physical harm (orally, in writing, or otherwise) while ■■ Yes ■■ No



• Where did the threat occur?

• Did you report the threat? ■■ Yes ■■ No

• How did you report the threat? ■■ Orally? ■■ In Writing?

• Who threatened you?



3


Have you been harassed (sexual harassment, insults, or bullying) while working ■■ Yes ■■ No

for this organization?


• Where did the harassment occur?

• Did you report the harassment? ■■ Yes ■■ No

• How did you report the harassment? ■■ Orally? ■■ In Writing?

• Who harassed you?



In your opinion, what steps could be taken to make your workplace safer?

Policy and Program

Is there a written workplace violence policy and program for your workplace? ■■ Yes ■■ No

Have procedures for violence prevention been set out for your work area? ■■ Yes ■■ No

If yes, are they easy to understand and follow? ■■ Yes ■■ No

Have you ever seen a written copy of the procedures ■■ Yes ■■ No

Here, employers may insert questions about procedures in the workplace that

they consider critical, such as how to call for help, how to de-escalate a situation,

how information about a client’s behaviour is communicated to workers, etc.

Comments:

Workplace Incident Reporting and Follow-up

Are you required to report threats and violence at your workplace? ■■ Yes ■■ No

If yes, can you do so without fear of retaliation (revenge or punishment)? ■■ Yes ■■ No

Is there a system for reporting threats and violence at your workplace? ■■ Yes ■■ No

If yes, is it easy to understand and follow? ■■ Yes ■■ No

Does your supervisor or manager investigate incidents promptly? ■■ Yes ■■ No

Does your supervisor or manager take suitable corrective action promptly? ■■ Yes ■■ No

Are police and emergency services called immediately when a criminal incident occurs? ■■ Yes ■■ No

Are support programs in place to help you if you are directly or indirectly ■■ Yes ■■ No

affected by workplace violence?

Comments:

Education and Training

Do you know what workplace violence policies and programs exist in your workplace? ■■ Yes ■■ No

Do you know how to report a threat or a violent incident, and to whom? ■■ Yes ■■ No

Have you received training in recognizing, preventing, and dealing with ■■ Yes ■■ No

workplace violence?

Have you received training on the security devices available to you (such as ■■ Yes ■■ No

surveillance equipment, silent or sounding alarms, panic buttons, personal

alarms, telephones, cell phones, etc.)?

Do you think you are prepared to handle a violent situation, a threat, or ■■ Yes ■■ No

escalating behaviours exhibited by clients/customers while at work?

Have you received training or information about domestic violence in the workplace? ■■ Yes ■■ No

Here, employers may insert other questions about training in the workplace,

such as how to call for help, how to de-escalate a situation, how information

about a client’s behaviour is communicated to workers, etc.).

Comments:

4


Sample – Workplace or Sector-specific Questions

The following section can be tailored to meet your specific workplace or sector-specific needs. The following are

sample questions for workers in a community-based setting.

If you work in the community, are you provided with any of these supports? Yes No N/A

Background information on the neighbourhood in general, the immediate

work area, clients, etc.

The assistance of a buddy or security guard in high-risk situations

A cell phone or radio when needed

A security contact person

Communication about a client’s history of violence or known behavioural issues

Timely assistance when you report a problem

Are there any other supports that you think would help safeguard your security? If yes, please specify below:

5


This section outlines policies, programs, and training related to workplace violence prevention.

The tool may be used during three of the steps for developing your workplace violence policy and program, as

outlined in Developing Workplace Violence and Harassment Policies and Programs: What Employers Need to Know.

During Step 2, Assess the Risks of Workplace Violence, the tool can help you review the policies, programs,

measures, and procedures you have in place to counter workplace violence. During this step, you may wish only to

use the Yes and No columns to determine whether your workplace has the policies, programs, or training in place.

During Step 3, Control the Risks of Workplace Violence, when you are setting up your workplace violence program,

you may wish to use the examples of content for policies, programs, and training as ideas for what you could do in

your workplace.

During Step 4, Monitor and Evaluate, the questions about workplace culture may help you monitor and evaluate your

workplace violence and harassment policies and programs.

Workplaces are not required to use the examples of policy, program, and training content provided in this

tool. Employers may develop their own policies, programs, and training that comply with the requirements of the

Occupational Health and Safety Act.

6


Policy, Program, and Training Review Tool

7


Overview and Context for ActionPolicy, Program, and Training Review Tool

Yes No Examples of Content Existing Recommended

Workplace Violence

Does your workplace violence program include the following elements, required by the OHSA?

Do you have a

workplace violence

policy, as required by the

Occupational Health and

Safety Act (OHSA)?

Do you have a

workplace violence

program, as required by

the OHSA?

• Measures and

procedures to control

the risks identified by

your assessment as

likely to expose a

worker to physical

injury

• Measures and

procedures for

summoning

immediate assistance

for actual or potential

workplace violence

A workplace violence policy is required by the

OHSA. A good workplace violence policy should, at

minimum:

• state that violence is an occupational health and

safety hazard in the workplace

• state what workplace violence is and its sources

• state that workplace violence is unacceptable and

recognize the harm that could result

• state the employer's commitment to protecting

workers from workplace violence

• outline consequences of behaviours covered by

the policy

• encourage workers to report all incidents and

threats of workplace violence

• commit to investigate and deal with concerns

promptly

An Example Workplace Violence Policy is available

on page 67 in this Toolbox.

A workplace violence program is required by the

OHSA.

A workplace violence program must include, at

minimum, the elements below.

See the Workplace Violence Assessments.

Measures and procedures could include:

• providing equipment to call for help, such as

individual or fixed alarms (sounding or silent) or

cell phones (pre-programmed to call an

emergency number)

• providing GPS tracking devices or other

locating devices

• providing internal and external numbers for

workers to call

• at all hours of operations

• posted or otherwise readily available

• establishing an internal code word or words to

indicate that help is needed

Consider integrating your workplace’s measures

and procedures with your building’s, or join with

neighbouring businesses to coordinate measures

and procedures.

8




• Measures and

procedures for workers

to report actual or

potential workplace

violence

• Set out how you will

investigate complaints

or incidents


deal with incidents,

complaints, and

threats of violence

The reporting measures and procedures should:

• deal with workplace violence from all sources (you

may wish to have separate procedures for violence

arising from a client, a worker, a supervisor, or a

domestic/intimate partner)

• communicate your willingness to deal with

concerns that are brought forward, and to respect

confidentiality, while ensuring the safety of all

workers

• specify how, when, and to whom a worker may

report incidents or threats

• include reporting forms or other recording

mechanisms

• include procedures that allow workers to report

concerns about supervisors

• include procedures that protect those reporting

their concerns

• specify the roles and responsibilities of employers,

supervisors, workers, joint health and safety

committees, health and safety representatives, and

unions

• outline when the joint health and safety committee,

health and safety representative, and/or union

need to be notified about an incident

• outline when external organizations should be

notified (the police, Workplace Safety Insurance

Board, Ministry of Labour, etc.)

The investigation process should:

• deal with workplace violence from all sources (the

investigation approach may be different for

violence arising from a worker, a client, or a


• respect confidentiality, while ensuring the safety of

all workers

• describe what will be included in the investigation


supervisors, workers, joint health and safety

committees, health and safety representatives,

unions, and others

• describe how, when, and by whom investigations

will be conducted

• outline record-keeping practices

The process to deal with violence or threats of

violence should:

• describe follow-up to the investigation (description

of subsequent actions and timeframe)

• identify consequence if non-workers become

violent

9




Do you have a

workplace emergency

response plan that

includes measures and

procedures for calling for

immediate help?

If you have internal

procedures for work

refusals, have you

updated them to include

workplace violence?

• identify consequences if workers become violent

(the consequences could include disciplinary

action, up to and including termination of

employment)

• respect confidentiality, while ensuring the safety of

all workers

• outline counselling supports or resources that are

available to assist workers (critical incident stress

debriefing, Employee Assistance Program (EAP),

and other support)

• specify other actions, such as reviewing program

measures and procedures or reviewing the

assessment of risks

• outline record-keeping requirements

Consider integrating these measures and procedures

into an existing emergency response plan, or create

a comprehensive emergency response plan for the

workplace.

An emergency response plan could include:

• emergency response protocols, teams, and training

• information on the location and use of emergency

facilities and safe areas

• alarm and emergency communication requirements

• procedures for rescue, lockdown, and evacuation

• information on when and how to contact the police

• information about designated emergency workers,

contact persons, crisis management plans,

evacuation plans, and building plans

Consider integrating your workplaceʼs measures and

procedures with your buildingʼs, or join with

neighbouring businesses to coordinate emergency

response.

If you have existing procedures, update them.

Consider developing a workplace-specific work

refusal procedure that includes workplace violence.

Remember that internal procedures must conform to

the work refusal process in the Occupational Health

and Safety Act.

Other measures and procedures associated with workplace violence prevention

Note: These are recommended measures and procedures that may not be specifically required by the OHSA

10




Domestic Violence

Do you know what to do

when you become aware

of domestic violence that

may occur in the

workplace, as required

by the OHSA?

Do you have a program

for domestic violence

that may occur in the

workplace?

If you become aware of domestic violence that may

occur in the workplace, be prepared to take all

precautions reasonable in the circumstances to

protect workers.

When an incident of domestic violence is brought to

your attention, deal with it on a case-by-case basis.

For more information, see page 70

Creating a Safety Plan in this Toolbox.

Workplace programs and a supportive work

environment can help workers who are experiencing

domestic violence.

Here are some things that leading employers have

done:

• Instituted a clearly stated policy that any violence,

including domestic violence, will not be tolerated in

the workplace or on work property

• Displayed public education materials (in accessible

areas such as lunch rooms, washrooms, and on

the company website) detailing where victims and

abusers can

get help

• Organized regular awareness training and

education in all levels of the organization about

domestic violence

• Created policies concerning paid time off, extended

leaves of absence, and workplace relocation

options for workers who are victims of domestic

violence, and accountability measures for the

abusers if they work in the organization

• Created a plan for getting help in the case of an

emergency

• Clearly communicated a reporting procedure for

incidents of violence or threats

• Outlined the steps the employer will take once

aware of an incident/potential incident, and how the

employer will disclose information on a “need to

know” basis in order to protect confidentiality while

ensuring worker safety

• Listed services (such as the Employee Assistance

Plan, a local womenʼs shelter, the police, and the

Assaulted Womenʼs Helpline) that can support

workers in a variety of ways, including the

development of a personal safety plan that

considers the workerʼs needs at work and at home,

including her children.

11




Information, Instruction, Education, and Training (Workplace Violence)

Are all workers given

information and

instruction on the

contents of your

workplace violence

policy and program, as

required by the OHSA?

Are all supervisors and

managers given

information and

instruction on the

contents of your

workplace violence



Do workers receive

training about the

specific risks of

workplace violence that

they face, and the

prevention measures

and controls that have

been put in place?

Do you have an

educational program

about all aspects of

workplace violence,

including domestic

violence?

Provide training on the workplace violence policy and

program to all workers, including reporting and

investigation processes. Ensure workers are advised

of changes and updates.

Consider integrating workplace violence prevention

training into existing health and safety training (health

and safety orientation, emergency response plan,

job-specific training, etc.).

Provide training to all supervisors on the contents of

the workplace violence policy and program, including

reporting and investigation processes.

Ensure that supervisors are advised of any changes

and/or updates.

Provide worker training on the risks of workplace

violence associated with the job, including high-risk

locations and situations. Include training on any

controls, measures, and procedures that have been

put in place.

Remember that the OHSA requires employers to

provide information and instruction to their workers to

protect their health or safety.

In this Toolbox, see Assessments for Specific Risks

to help identify additional training that could be

useful.

Consider providing an educational program that

includes general-awareness information on:

• who can become violent in the workplace

(strangers, clients, patients, students, supervisors,

co-workers, domestic/intimate partners)

• types of unacceptable behaviour (such as hitting,

pushing, assault, sexual assault, robbery, criminal

harassment)

• high-risk situations or locations

• general recognition, prevention, and protection

information

12




Workplace Harassment

Do you have a

workplace harassment

policy, as required by the

OHSA?

Do you have a


program, as required by

the OHSA?

• Measures and

procedures for workers

to report workplace

harassment

A workplace harassment policy is required by the

OHSA. A good workplace harassment policy should,

at minimum:

• state what workplace harassment is and its

sources

• state that workplace harassment is unacceptable

• state the employer's commitment to protecting

workers from workplace harassment

• outline consequences of behaviours covered by the

policy

• encourage workers to report all incidents of


• commit to investigate and deal with concerns

promptly

An Example Workplace Harassment Policy is

available on page 68 in this Toolbox.

A workplace harassment program is required by the

OHSA. A workplace harassment program must

include, at a minimum, the elements below.

The reporting measures and procedures should:

• deal with workplace harassment from all sources

(you may wish to have separate procedures for

harassment arising from a worker, a supervisor, or

a domestic/intimate partner)

• communicate your willingness to deal with

concerns

• be confidential and neutral

• treat all complaints seriously and promptly

• respect confidentiality

• specify how, when, and to whom a worker should

report

• include reporting forms or other recording

mechanisms

• include processes that allow workers to report

concerns about supervisors

• include processes that protect those bringing

forward the concern

• specify the roles and responsibilities

of employers, supervisors, workers,

and unions

Does your workplace harassment program include the following elements, as required by the OHSA?

13




• set out how you will

investigate complaints

or incidents of



deal with incidents and

complaints of


Are all workers given

information and

instruction on the

contents of your




The investigation process should:

• treat all complaints seriously and promptly

• be confidential and neutral

• be fact-based, fair, and thorough

• deal with workplace harassment from all sources

(the investigative approach may be different for

harassment arising from a worker, a client, or a


• protect those who complain from continued

harassment

• describe what will be included in the investigation


supervisors, workers, unions, and others

• describe how, when, and by whom investigations

will be conducted

• outline how the complainant and others involved

will be told about the results of the investigation

and any actions taken

• outline record-keeping practices

The Ontario Human Rights Commission has

detailed information on investigations in their

publication Guidelines on Developing Human

Rights Policies and Procedures.

http://www.ohrc.on.ca/en/resources/Policies/gdpp

The process to deal with workplace

harassment should:

• respect confidentiality

• describe follow-up to the investigation (description

of actions and timeframe)

• identify consequences for the harasser

• outline counselling supports or resources that are

available to assist workers (such as an Employee

Assistance Program (EAP) or other support

• outline record-keeping requirements

Provide training to all workers on the contents of the

workplace harassment policy and program. Ensure

workers are advised of changes and updates.

Information, Instruction, Education, and Training (Workplace Harassment)

14




Are all supervisors and

managers given

information and

instruction on the

contents of your




Do you have an

educational program on

harassment prevention?

Do you have a workplace

culture that does not

condone or accept

violent, threatening, or

harassing behaviour?

Does the workplace

culture encourage

workers to report

harassment and actual or

potential violence?

There are OHSA

requirements for

procedures for reporting

workplace violence and

harassment.

Consider integrating workplace harassment

prevention training into existing training (orientation,

sensitivity training, anti-harassment or anti-

discrimination training, respectful workplace training,

etc.)

Provide training to all supervisors on the contents of

the workplace harassment policy and program.

Ensure that supervisors are advised of any changes

and/or updates.

Consider providing an educational program that

includes general awareness information on

harassment prevention and human rights in Ontario.

Ensure that everyone knows that neither violence nor

harassment are ever a normal part of work, and that

the organization respects all workers.

• Post workplace violence and harassment policies

• Develop respectful workplace policies

• Embrace diversity

• Consider developing a code of ethics

Consider developing additional policies, such as

a healthy-workplace policy, a domestic violence

policy, or a respectful workplace policy

Ensure workers know how to report and are

aware of confidentiality practices. Encourage

reporting by:

• having processes in place for reporting in all

situations, including when the concerns are about

a supervisor

• giving workers easy access to information and

resources in order to enable the reporting of actual

or potential violence

• using a worker survey to gauge how well the

reporting system is working

Workplace CultureThese questions will help you to determine how well the policies, programs, measures, and procedures

associated with workplace violence and harassment prevention are functioning in your workplace.

15




Is workplace violence or

harassment promptly

investigated and dealt

with?

There are OHSA

requirements for

investigative procedures

and for dealing with

workplace violence and

harassment.

Are workers offered

support after violent

incidents or threats of

violence?

Do workers follow the

measures and

procedures in the

workplace violence

program?

Do you regularly monitor

the effectiveness of your

workplace violence policy

and program?

Do you regularly monitor

the effectiveness of your


policy and program?

Integrate reporting indicators into your existing

performance management system for supervisors.

Consider using a worker survey or other means to

gauge how well the investigation system is working.

Supports can include:

• ensuring workers receive appropriate medical

attention, as required

• ensuring workers have information on available

counselling resources and supports (Employee

Assistance Program (EAP), critical incident stress

debriefing, or other support)

• ensuring follow-up with workers after an incident

Gauge whether measures and procedures are being

followed by:

• monitoring whether workplace violence policies,

procedures, and practices are being followed (if

not, why not?)

• monitoring the effectiveness of your training

• talking to supervisors, workers, joint health and

safety committee members, and health and safety

representatives to find out how well measures and

procedures work in practice

• using a worker survey or other methods to find out

how well measures and procedures work in

practice and how safe workers feel

Regularly evaluate your workplace violence policy and

program, as well as its associated measures and

procedures, using a variety of methods, such as:

• analysis of complaints, incident/accident reports,

security reports, or unusual occurrence reports

• workplace inspections

• work practice audits

• worker surveys

• training needs assessments

Establish a process for regular review in consultation

with workers, supervisors, joint health and safety

committees, health and safety representatives,

and/or unions.

Regularly evaluate your workplace harassment policy

and program, as well as its associated measures and

procedures, using a variety of methods, such as

worker surveys and collecting information on

complaints.

There are three parts to the Workplace Violence Assessments:

1. General Physical Environment Assessment

2. Risk Factor Selection Tool

3. Assessments for Specific Risks

You only need to fill out the Assessments for Specific Risks that are relevant to your workplace or to specific jobs or

locations.

Before you start to use the assessments:

• Decide who will fill out the assessment(s). Think about the knowledge this person should have. Your health and

safety association may be able to help provide training for the assessor, or may be able to help your workplace

to complete the assessments.

• Decide with whom you will consult to fill out the assessments.

• Decide whether there one set of assessments will be filled out for the entire workplace, or if there will be

separate assessments for different jobs, tasks, or locations:

• Smaller employers, such as variety stores, may only have one workplace, so they would need only one

assessment.

• Larger employers may wish to divide the operations into workplaces or tasks that have similar risks of violence.

For example, a debt collection operation may divide its staff into those who deal with customers personally and

those who perform administrative support functions with no customer contact. In this way, violence prevention

efforts can be focused on those areas where they are most needed.

When you are filling out the assessments:

• At the top of the assessments, identify the job/department/location, the name of the person filling it out, and the

date.

• Check the boxes as accurately as possible, being sure to put a mark opposite each question.

• If the answer to any of the questions is in a shaded column, fill in the information about controls that already

exist at your workplace. When filling in recommended controls, take into consideration the protection of all

workers in the workplace, including those who may be more vulnerable to violence.

16


Workplace Violence Assessments

You are encouraged to involve workers, supervisors, joint health and safety committees, health and

safety representatives, and/or unions in this process. Your workplace violence policy and program

will be the better for it.

Workplaces are not required to use all or any of the examples of controls. There may be other controls that are

more suitable to the circumstances of your workplace, and to controlling the risks of workplace violence that you

identify.

Your workplace may have additional risks that are not covered by these Workplace Violence Assessments, or you

may need to customize them for your workplace. Your Health and Safety Association may have suggestions or

materials about more focused assessments for your type of workplace.

17


Complete the

General Physical

Environment Assessment

Complete the

Risk Factor Selection Tool

If a specific risk exists in

your workplace, complete

the assessment for that

specific riskDirect Contact with

Clients (CC)

Handling Cash (HC)

Working with

Unstable or

Volatile Clients (VC)

Working Alone or

in Small Numbers

(WA)

Working in a

Community-based

Setting (CS)

Mobile Workplace

(MW)

Working in

High-Crime Areas

(CA)

Securing/Protecting

Valuable Goods (SV)

Transporting People

and/or Goods (TG)

This assessment focuses on the nature of the workplace. It takes you through a survey of your workplace’s physical

environment and its security measures. There are spaces for you to note the controls that are already in place, and to

identify what additional controls may be suitable for your workplace.

You are not required to use all or any of the examples of controls. There may be other controls that are more

suitable to your workplace’s circumstances and to controlling the risks of workplace violence that you identify.

18


General Physical Environment Assessment

Overview and Context for Action

Physical Yes No N/A Examples of Controls Existing Controls Recommended Controls

Environment(identify person(s) responsible

and expected completion

dates, if possible)

Have you assessed

the following?

• Outside building

and parking lot

• Entry control and

security system

General Physical Environment Assessment (GA)

Job / Department/ Location: Completed by: Date:

Shading indicates elevated risk

• Bolted entries / locks

• Designated public entry doors

• Clear sightlines (look at

landscaping, layout, and

bushes)

• Good lighting

• Motion/movement detectors

• Coded doors / security doors

• Employee ID cards and guest

passes with sign-in/out

• Clearly labelled staff areas

• Closed-circuit video system

• Metal detectors

• Alarms (silent or sounding)

• Mirrors

19


Overview and Context for ActionOverview and Context for Action




dates, if possible)

• Reception and

waiting areas

• Public counters

• Interior design,

hidden areas (utility

rooms, etc.), and

lighting

• Stairwells and exits

• Elevators and

washrooms

• Public meeting

rooms, interview,

treatment or

counselling rooms


• Clear sightlines

• Means of communication

• Signage (re: hours)

• No heavy or sharp objects

See the Assessment for

Specific Risk: Direct Contact

with Clients (page 25) for

more suggestions.

• Widened service desks

• Barriers (e.g., unbreakable

screens)

• Silent, concealed alarms

• Other means to summon help

See the Assessment for

Specific Risk: Direct Contact

with Clients (page 25) for

more suggestions.

• Restricted public access

• Clear sightlines

• Locked doors

• Mirrors

• Angled corners

• Exit signs

• Good lighting

• No obstructions

• Panic bars to allow escape

• Requirements of Fire Code

and Building Code

• Clear sight lines

• Restricted public access

• Communication devices or

alarms

• Locks that can be accessed

by security


• Communication devices or

alarms

• Furniture layout

• Weighted furniture

• Extra exit

20





dates, if possible)

• Isolated areas

• Location of cash,

goods, and

medicines

• Workplace location

(shared building,

neighbouring

businesses,

neighbourhood)

Are individual security

devices necessary to

protect workers?

If used in your

workplace, are

security systems and

individual security

devices tested?

Is there a designated

safe area where

workers can go

during a workplace

violence incident?



• Means of communication

• Mirrors

• Angled corners

• Restricted access

See the Assessment for Specific

Risk: Working Alone or in Small

Numbers (page 40) for more

suggestions.

• Locked and hidden storage

• Security tours

• Cameras

• Secured grounds

Assessments for Specific Risks

may have more detailed

examples of controls.

Individual security devices could

include:

• personal alarms

• cell phones

• two-way radios

• GPS tracking devices or other

locating devices

Assessments for Specific Risks

may have more detailed

examples of controls.

If used in your workplace:

• Test the security systems

regularly

• Test individual security

devices prior to use and

regularly while in use

• Keep records of tests

For emergency purposes, a

safe area (for example, a safe

room, the business next door,

etc.) should be identified.

If using a safe room, it should:

• have clear entry

• have a lock that can be used

from the inside, but which can

21


Overview and Context for ActionOverview and Context for Action




dates, if possible)

Are there other

measures or

procedures needed to

protect workers from

the risks arising from

the physical

environment?

If your workplace has

workplace security

measures or

individual security

devices, are workers

trained in their use?

Are workers and

supervisors trained in

all relevant measures

and procedures that

will protect them

from violence

associated with

the workplaceʼs

physical environment?


also be accessed by security

• have a means of summoning

immediate assistance

Measures and procedures will

depend on the specific

workplace.

Provide workers training on

workplace security measures

and in the proper use and

testing of individual security

devices.

Information, instruction, or

training could include:

• risks of workplace violence

arising from their job or

location

• other relevant measures and

procedures

22


You may use this tool to identify risks specific to your workplace. If a specific risk exists in your workplace, make sure

that you complete the assessment for that specific risk.

If your workplace is subject to more than one of the specific risks below, you may wish to prioritize or rank them. For

help with this process, you may use the process outlined on the third page of this tool.

Your workplace may have additional risks that are not covered by these risk factors. Your Health and Safety

Association may have suggestions or materials for more focused assessments for your type of workplace.

Specific Risks Associated with theType of Work or Conditions of Work

(Based on the risk factors outlined by National Institute for Occupational Safety and Health (NIOSH))

Work includes: Examples of Activities or Situations H M L


Risk Exists

Yes or No

If Yes, complete

relevant Assessment

for Specific Risks

Level of Risk

H = High

M = Moderate

L = Low

Direct Contactwith clients (CC)

Handling cash(HC)

Working withunstable orvolatile clients(VC)

Working alone orin small numbers(WA)

Working in acommunity-basedsetting (CS)

Mobile workplace(MW)

• Working in a fixed location in the presence of cash, goods,

or medications that may be readily sold or pawned

• Working in a fixed location with clients who have access

to staff

• Maintaining petty cash in a fixed location

• Working at cashier station in a fixed location

• Making cash deposits

• Providing a service to persons with physiological,

psychological, or psychiatric conditions and substance abuse

issues

• Providing a service that involves physical contact with clients

who may be unpredictable due to influences outside the

workplace

• Working in a fixed location where there is limited or no

access to communication tools and other security devices

• Working in a fixed location where there is a high potential for

assault, sexual assault, or robbery

• Working in isolated areas within a worksite, away from other

workers

• Working in a remote worksite where public may have access

• Traveling alone in the community

• Working in a clientʼs personal dwelling

• Limited or no access to communication tools and other

security devices

• Working on the road – a vehicle is a “mobile office”

• Working in remote/unknown areas

• Public having access to the worker in and outside of vehicle

Risk Factor Selection Tool

23


Specific Risks Associated with theType of Work or Conditions of Work

(Based on the risk factors outlined by National Institute for Occupational Safety and Health (NIOSH))

Work includes: Examples of Activities or Situations H M L


Risk Exists

Yes or No

If Yes, complete

relevant Assessment

for Specific Risks

Level of Risk

H = High

M = Moderate

L = Low

Working in high-crime areas (CA)

Securing orprotectingvaluable goods(SV)

Transportingpeople or goods(TG)

Working in areas where there is a:

• high risk of assault, sexual assault, or robbery based on

police statistics

• high risk of theft and/or property damage based on insurance

and realtor/broker statistics

• Working in the presence of cash, goods, or medications that

may be readily sold or pawned

• Working in the presence of valuable portable goods, such as

precious metals, vehicles, or electronics

• Transporting cash or valuable goods, especially to remote or

isolated locations

• Protecting valuable goods in an area open to the public

• Intervening in a situation to prevent theft or loss

• Patrolling alone or at night, especially in remote or isolated

locations

• Working in high-density traffic routes

• Working in areas where there is exposure to “road rage”

• Working in areas where there is limited or no access to

communication tools

• Working in situations where the public has physical access to

driver/staff

• Working in situations where fare collection and enforcement

of fares is required

• Working in situations where there is exposure to theft of

goods that are being transferred

24


Ranking or prioritizing the risk factors

Ranking or prioritizing the risk factors is one way to help determine which safety hazards need to be addressed first.

Priority is usually identified by taking into account how much or how often a worker is exposed to the situation or

conditions and the potential for harm. Assigning a priority to the risks creates an action list.

There is no simple or single way to determine the level of risk. Ranking hazards requires knowledge of workplace

activities, the urgency of particular situations, and, most importantly, objective judgment. The following can help guide

you in choosing the appropriate level for each specific risk:

Category of Risk Activity Description

High

One or more potential risks regularly place the employee at risk and/or the risk is severe.

• Regularly = Part of the normal work routine/assignment

• Severe = Potential for fatal or critical injury

Moderate

One or more potential risks occasionally place the employee at risk and/or the risk is

moderate.

• Occasionally = Recognized part of work activities occurring on an infrequent basis

• Moderate = Potential for lost time/medical aid required

Low

One or more potential risks rarely place the employee at risk and/or the risk is minimal.

• Rarely = Not a normal part of the work routine

• Minimal = Potential for first aid required

The above method is not the only way to categorize risk. If a job or location has multiple risk factors, the overall risk of

workplace violence may be higher than for jobs with only one or two risk factors. In addition, you may want to take

into consideration whether hours of operation or the makeup of the workforce influences the level of risk.

Remember that you should address all risk factors in your workplace, not just the priority ones.

25


This assessment can be useful for fixed-location workplaces where workers are expected to provide a product or

service to clients, for example, in retail stores, gas stations, factories, manufacturing settings, industrial settings, office

environments, health care facilities, and clinics. Examples of activities include:

• Working in a fixed location in the presence of cash, goods, or medications that may be readily sold or pawned

• Working in a fixed location with clients that have access to staff


suitable to the circumstances of your workplace and to controlling the risks of workplace violence that you identify.

Assessment for Specific Risk: Direct Contact with Clients (CC)




dates, if possible)

CC1. Do clients havedirect physical accessto workers?

CC2. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur?



Consider the followingmeasures:• Making reception areas visible

to other workers and to theoutside

• Having counters built wideenough or with barriers toprevent clients from havingphysical access to workers

See question on restricting non-worker access within theworkplace for more information.

Measures and procedures couldinclude:• providing equipment to

summon assistance, such asindividual or fixed alarms(sounding or silent) or cellphones (pre-programmed tocall an emergency number)

• providing GPS trackingdevices or other locatingdevices

• providing internal and externalnumbers for workers to call• at all hours of operations• posted or otherwise readily

available• establishing an internal

code word or words toindicate that help is needed

26


Overview and Context for ActionPhysical Yes No N/A Examples of Controls Existing Controls Recommended Controls



dates, if possible)

CC3. Does theworkplace have aclean, uncluttered,welcomingatmosphere?

CC4. Is public accessto the workplacerestricted?

CC5. Where clientscould becomeaggressive or violent,are there any objectsor equipment thatcould be used to hurtpeople?

CC6. Are theredesignated rooms formeeting with clients?

Consider the followingmeasures:• Providing an informal, tidy

entry area• Posting signs such as

“Welcome” and “No-Harassment Policy”

• Ensuring workers welcomeclients and keep theminformed of appointmentdelays, etc.

Restrict public access to theworkplace by:• providing a single entrance for

clients and controlling accessto other doors

• installing security alarms onoutside doors

• installing door chimes or othermeans to notify workers whensomeone enters theworkplace

• posting signs about worker-only areas

• using cards or keys to accessworker-only areas

• using reception desks andsign-in procedures

• accompanying non-workers inrestricted areas

• using video surveillance andposting signs to inform peopleof it

• locking the public entranceand providing a bell

Consider the followingmeasures:• Storing sharp and dangerous

items so that only workershave access to them

• Keeping public counters andpublic areas free of equipmentand clutter

Set up rooms specifically formeetings with the public by:• installing windows in the door

or some other way for workersoutside to see inside themeeting room

• if necessary, designing roomsso that they are within hearingrange of reception area

• setting up room with an easyexit for workers in case ofemergency

27





dates, if possible)

CC7. Is there a placefor workers to safelystore their personalbelongings?

CC8. Are workersworking in remote orisolated locationswithin the building?

CC9. Do workerswork at times ofincreasedvulnerability, such aslate at night, early inthe morning, or atvery quiet times ofday?

CC10. Are there any other risksassociated with the physicalenvironment andcontact with thepublic?

Provide workers with a securearea to lock up their personalbelongings, out of public sight.

Maintain regular contact withworkers by:• providing cell phones, walkie-

talkies, or othercommunication or monitoringdevices

• establishing regular contacttimes

• designating a person tomonitor contact with workers,and to follow up if contact islost

Consider the followingmeasures:• Having more than one person

working in an area wherethere might be contact withpublic or clients

• Shortening the businesshours in remote/isolated areas

Assess higher-risk times andthe need for additionalmeasures to protect workers,such as:• having workers leave the

building in groups • arranging for security patrols • joining with neighbouring

businesses to coordinatesecurity

See the General PhysicalEnvironment Assessment forsome other aspects of thephysical environment thatshould be assessed.

28


Overview and Context for ActionMeasures and Yes No N/A Examples of Controls Existing Controls Recommended Controls

Procedures(identify person(s) responsible


dates, if possible)

CC11. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

CC12. Do you haveprocedures forworkers to followwhen dealing withstrangers orintruders?

CC13. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients or members ofthe public?

CC14. Are there other measures orprocedures needed toprotect workers fromthe risks of contactwith clients?

CC15. Are workersand supervisorstrained in all relevantmeasures andprocedures forprotecting themselvesfrom workplaceviolence associatedwith client contact?

Develop and implementprocedures to identify, evaluate,and inform workers about therisk of violence related tospecific situations or clients,including possible triggers forviolence.

Develop and implement suchprocedures, which couldinclude:• how to question strangers or

intruders about theappropriateness of theirpresence in a non-confrontational manner

• recommended actions andresponses

• when to call for help or go to a safe area

Develop and implement suchprocedures, which couldinclude:• recommended actions and

responses• when to call for help or

go to a safe area

Measures and procedures will depend on the specificworkplace.

Information, instruction, ortraining could include:• the risks of workplace

violence arising from their jobor location

• relevant measures andprocedures

29


This assessment is designed to help workplaces assess the risk of workplace violence where workers are handling cash

in a fixed location. Such workers include, but are not limited to, cashiers who might become a target for theft or loss.

Examples of activities include:

• Maintaining petty cash in a fixed location

• Working at a cashier station in a fixed location

• Making cash deposits



Assessment for Specific Risk: Handling Cash (HC)




dates, if possible)

HC1. Do clients orcustomers have directphysical access toworkers?

HC2. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur?



Consider the followingmeasures:• Using wide counters or tables

at customer servicestations/desks

• If necessary, installing abarrier to cover the booth andonly have a small opening toexchange the cash

• Raising the counter to keepcash register out of sight andto limit access







30





dates, if possible)

HC3. Do workers uselocked drop safes ortime-lock safes?

HC4. Does the frontdesk or till counterface the entrance ofthe workplace?

HC5. If there arelarge street windows,are they clear ofobstructions?

HC6. Is an adequateamount of internaland external lightingprovided?

HC7. Is public accessto the workplacerestricted?

Consider the followingmeasures:• Depositing cash in a locked

drop safe/time-lock safe• Establishing the maximum

amount of cash that can bestored in the till (largeamounts should be depositedin locked drop safes or time-lock safes)

• Posting a sign notifying thepublic of the locked dropsafes or time-lock safes

Front desks or tills (cash)should:• face the main entrance• have clear sight of the main

doors • not have sightlines blocked by

the storage of large itemsIf there is more than one till,place them away from eachother but close enough that theyare within view of each other.

Leave large windows clear ofobstructions by:• removing large objects or

posters that would block the view

• ensuring that walls, fences,landscaping, and bushes do not block the view fromwithin the workplace (keep them less than one-metre high)

Improve lighting by:• ensuring outside lighting does

not create shadows or leavedark spots that can be usedas hiding places

• ensuring inside brightnesslevels, glare, contrast, andshadows are maintained atlevels that are not hazardous

• ensuring that all lightingequipment is periodicallyserviced and maintained



31





dates, if possible)

HC8. Do workerswork in remotelocations or isolatedareas?









• being selective about who isadmitted after hours

• keeping a list of visitors whoare not allowed access or whoare allowed to access onlyspecific areas

Consider the followingmeasures:• Avoiding having only one

worker on shift, wherepossible

• Pairing experienced workerswith junior or new workers,where possible

• Implementing a buddy systemduring opening and closinghours

• Shortening the businesshours in remote/isolatedareas, where possible

• Monitoring the workplace• Installing panic buttons in

several places and makingworkers aware of them(workers should have easyaccess to them, but theyshould not be obvious to thepublic)

Maintain regular contact withworkers by:• providing cell phones, walkie-

talkies, or othercommunications or monitoringdevices

• establishing regular contacttimes

32





dates, if possible)

HC9. If applicable,are there signs andprinted notices postedabout the limitedavailability of cash atthe workplace?

HC10. If applicable,are there exit doorsthat allow cashiers tomake a safe exit, ifnecessary?

HC11. Does theworkplace contain orsell sharp and/ordangerous items?

HC12. Do workerswork at times ofincreasedvulnerability, such aslate at night, early inthe morning, or atvery quiet times ofday?

HC13. Do workersmake cash depositsoutside theworkplace?

HC14. Are there anyother risks associatedwith handling cashand with the physicalenvironment?


Post signs and printed notes atthe front entrance and near thetill to inform the public of limitedcash availability.

Consider providing more thanone exit door that leads to asafe area, such as an areaoccupied by other workers orthe exterior of the building.

Consider the followingmeasures:• If possible, not carrying sharp

and/or dangerous items• Storing sharp and dangerous

items near the cash registerand locked in a cabinet


building in groups • arranging for security patrols• joining with neighbouring


Consider the followingmeasures:• Using security patrols• Varying workersʼ travel times

and routes• Using a buddy system or

escorts when carrying money• Joining with neighbouring


• Providing appropriatecommunications or individualsecurity devices forsummoning help


33


Measures and Yes No N/A Examples of Controls Existing Controls Recommended Controls



dates, if possible)

HC15. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

HC16. Are thereprocedures foropening and closinghours?

HC17. Do you haveprocedures forworkers to followwhen dealing withstrangers orintruders?

HC18. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients, customers, ormembers of thepublic?

HC19. Are there other measures orprocedures needed to protect workersfrom the risks ofhandling cash?

HC20. Are workerstrained in safetyroutines for parking,leaving, and returningto their vehicles?

Develop and implementprocedures to identify, evaluate,and inform workers about therisks of violence related tospecific situations or clients.

Develop and implementprocedures for opening andclosing hours.

Develop and implementprocedures, including:• how to question strangers

or intruders about theappropriateness of theirpresence in a non-confrontational manner


• when to call for assistance orgo to a safe area

Develop and implementprocedures, including:• recommended actions and

responses• when to call for assistance or

go to a safe area

Measures and procedures willdepend on the specificworkplace.

Training could include:• being observant – look and

listen• not slinging purses or bags

over the shoulder or aroundthe neck

• carrying keys in hand• walking around your vehicle

and checking back seatbefore unlocking it

• locking doors and keepingwindows up

• how to carry and storevaluables

• dangers of reading or writingin parked vehicles

34





dates, if possible)

HC21. Have workersreceived training inrobbery preventionand response?

HC22. Are workersand supervisorstrained in all relevantmeasures andprocedures forprotecting themselvesfrom workplaceviolence associatedwith handling cash?

• maintaining a full gas tank orfilling up at well-lit and busygas stations

• how to choose a safe parkingspot

• looking for adequate light fromstreet lamps

Consider establishing a robberyprevention and responseprogram.Training could include:• techniques for preventing

robberies• safe responses to robbery• no negative consequences to

workers

Information, instruction, ortraining could include:• risks of workplace violence

arising from their job orlocation


35


This assessment can be useful to workplaces where workers are providing services or products to persons with

physiological, psychological, or psychiatric conditions, or substance abuse issues. Examples of workers providing

services or products to this population include caregivers, parole officers, police, corrections officers, youth officers,

social service workers, and receptionists. Examples of activities include:

• Providing a service to persons with physiological, psychological, or psychiatric conditions, or substance abuse

issues

• Providing a service that involves physical contact with clients who may be unpredictable due to influences

outside the workplace



Assessment for Specific Risk: Working with Unstable

or Volatile Clients (VC)




dates, if possible)

VC1. Do clients havedirect physical accessto workers?

VC2. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur?



Consider the followingmeasures:• Making reception areas visible

to other workers and to theoutside

• Having counters built wideenough or with barriers toprevent clients from havingphysical access to workers

See VC3 (restricting non-workeraccess within the workplace) formore information.





available• establishing an internal code

word or words to indicate thathelp is needed

36





dates, if possible)

VC3. Is public accessto the workplacerestricted?

VC4. Are there anyobjects or equipmentin the workplace thatcould be used to hurtpeople?

VC5. Are theredesignated rooms formeeting with clients?








• accompanying non-workerswhen in restricted areas



• being selective about who isadmitted after hours

• keeping a list of visitors whoare not allowed access or whoare allowed only restrictedaccess

Consider the followingmeasures:• Not providing clients with

sharp or dangerous items• Storing sharp and dangerous

items so that only workershave access to them

• Keeping public counters and public areas free ofequipment and clutter

• Using alternatives to sharpand/or dangerous itemswhere appropriate (usingplastic utensils instead ofmetal utensils, etc.)

• Using weighted furniture

Set up rooms specifically formeetings with the public:• Install windows in the door or

some other way for workersoutside the meeting room tosee in

37





dates, if possible)

VC6. Is there a placein which workers cansafely store theirpersonal belongings?

VC7. Do workerswork at times ofincreasedvulnerability, such aslate at night, early inthe morning, or atvery quiet times ofday?

VC8. Are there any other risksassociated with the physicalenvironment and working withunstable or volatile clients?

• Design rooms so that they arewithin hearing range ofreception area or otherworkers

• Set up room (includingfurniture) to allow for an easyexit in case of an emergency

• Use weighted furniture• Provide a means of

communication or alarmIf no designated meeting roomsexist, set up offices so thatworkers can exit the office first.

Provide workers with a securearea to lock their personalbelongings, out of public sight.





38





dates, if possible)

VC9. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

VC10. Do you haveprocedures forworkers to followwhen dealing withstrangers orintruders?

VC11. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients, customers, ormembers of thepublic?

VC12. Are there other measures orprocedures needed toprotect workers fromthe risks of workingwith unstable orvolatile clients?

VC13. Are workerstrained to recognizeand deal withpotentially violentpeople, situations, orhigh-risk locations?

Develop and implementprocedures to identify, evaluate,and inform workers about risksof violence related to specificsituations or clients, includingpossible triggers.

Develop and implement suchprocedures, which couldinclude:• how to question strangers





responses• when to call for help or go to a

safe area


Training could include:• how workers will be informed

about potentially violentpeople, situations, or high-risklocations

• characteristics of aggressiveor violent people

• signs of behaviour escalation• recognition of potentially

violent situations, includingsituations of sexual violence

• recommended actions andreactions, including when toleave or escape

• appropriate responses toincidents, including defusinghostile or aggressivebehaviours

39





dates, if possible)

VC14. Are workersand supervisorstrained in all relevantmeasures andprocedures forprotecting themselvesfrom workplaceviolence associatedwith working withunstable or volatileclients?




40


This assessment can be useful to workplaces where work is performed at a fixed location by a single worker or very

few workers. This could include settings such as health care facilities and clinics, retail stores, gas stations, factories,

manufacturing facilities, industrial settings, and office environments. Examples of activities include:

• Working in a fixed location where there is limited or no access to communication tools and other security

devices

• Working in a fixed location where there is high potential for assault, sexual assault, or robbery

• Working in isolated areas within a worksite, away from other workers

• Working in a remote worksite where the public may have access



Assessment for Specific Risk: Working Alone or in

Small Numbers (WA)




dates, if possible)

WA1. Do you have asecurity system?

WA2. Can workerssummon immediateassistance whenworkplace violenceoccurs or is likely tooccur?



Investigate the need for securitysystems such as: • personal alarms• fixed alarms connected to

security services• video surveillance with a live

feed to a central location • regular security patrolsDevelop and implement regularalarm checks.







41





dates, if possible)

WA3. Is public accessto the workplacerestricted?

WA4. Do workerswork at times of increasedvulnerability, such as late at night, early in the morning,or at very quiet timesof day?

WA5. Are there anyother risks associatedwith the physicalenvironment andworking alone?















42





dates, if possible)

WA6. Do you haveprocedures foropening, closing, orsecuring theworkplace prior tostarting and at theend of shifts?

WA7. Do youmaintain regularcontact with workerswho are workingalone?

WA8. Do you haveprocedures forworkers to followwhen dealing withstrangers orintruders?

WA9. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients or members ofthe public?

WA10. Are thereother measures orprocedures needed toprotect workers fromthe risks of workingalone?

WA11. Are workerstrained in safetyroutines for parking,and leaving andreturning to theirvehicles?

Develop and implementprocedures for opening, closing,or securing the workplace priorto starting and at the end ofshifts. Include procedures forresponding to and dealing withunusual circumstances.

Maintain regular contact withworkers by:• providing cell phones or other

communications or monitoringdevices

• establishing regular contacttimes or check-in points





• when to call for assistance orgo to a safe area



go to a safe area





• carrying keys in hand• walking around the vehicle

43





dates, if possible)

WA12. In addition tothe above, areworkers andsupervisors providedwith information,instruction, and/ortraining to protectthem from the risks ofworking alone?

and checking the back seatbefore unlocking the vehicle



• dangers of reading or writingin parked vehicles







44


This assessment can be useful to workplaces where workers are expected to work in the community and provide

services in private homes and dwellings, including home support workers, caregivers, home service and repair

personnel, real estate agents, insurance agents, and salespeople. Examples of activities include:

• Travelling alone in the community

• Working in a client’s personal dwelling

• Working with limited or no access to communication tools and other security devices



Assessment for Specific Risk: Working in a Community-based

Setting (CS)




dates, if possible)

CS1. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur?

CS2. Are vehiclesused by workersregularly maintained?

CS3. Is a pre-visittelephone interviewconducted withclients?






• establishing an internal codeword or words to indicate thathelp is needed

Develop and implementprocedures to ensure vehiclesused by workers are regularlymaintained.

Develop and implement a pre-visit client interviewprocess. Questions coulddetermine: • who will be present during

the visit• who will answer the door• the presence of animals

45





dates, if possible)

CS4. Do workerscarry medications,syringes, or othervaluable medicalequipment?

CS5. Are workersprovided with thesafest route to travelto clients?

CS6. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

CS7. Do you maintainregular contact withworkers who areworking in thecommunity?

CS8. Do you requirea safe-visit planbefore workers visithigh-risk situations?

• the potential for any violence,including possible triggers

• parking location• street lighting

Develop measures andprocedures to protect workers and prevent robbery.

Develop and implement aprocess to identify high-crimeareas and determine safe travelroutes, including parking and walkingrecommendations.

Develop and implementprocedures to identify, evaluate,and inform workers about risksof violence related to location,the specific client, a history ofviolent behaviour, possibletriggers for violence, presenceof weapons or pets, and publicdemonstrations or strikes.





Develop, implement, andcommunicate safe-visit plans forhigh-risk situations. A plan couldinclude:• provision of a cell phone to

maintain regular contact withoffice

• a buddy system • meeting a client at a safer

location, where possible




dates, if possible)

46





dates, if possible)

CS9. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients, customers, ormembers of thepublic?

CS10. Are there other measures orprocedures needed toprotect workers fromthe risks of working inthe community?

CS11. Are workerstrained to recognizeand deal withpotentially violentpeople, situations, orhigh-risk locations?

CS12. Are workerstrained in safetyroutines for parking,and leaving andreturning to theirvehicles?

• deferral of visit until propersafety measures can be met

• wearing shoes at all times forhome visits (for quick exit, ifnecessary)



go to a safe area



about potentially violentpeople, situations or locations




• recommended actions andreactions, including when toleave or how to escape









• the dangers of reading orwriting in parked vehicles

47





dates, if possible)

CS13. Are workerstrained in safetyroutines for using publictransportation?

CS14. Are workersand supervisorstrained in all relevant measuresand procedures forprotecting themselvesfrom workplaceviolence associatedwith working in acommunity-basedsetting?


• how to choose a safeparking spot

• looking for adequate lightfrom street lamps




• carrying keys in hand• looking for adequate light from

street lamps




48


This assessment can be useful to workplaces where workers are required to travel in a vehicle most of their workday

with limited communication with their office. These workers could be salespeople, consultants, auditors contract

accountants, etc., who travel to clients’ premises. Examples of activities include:

• Working on the road – a vehicle is a “mobile office”

• Working in remote or unknown areas

• Situations in which the public has access to the worker in and outside of the vehicle



Assessment for Specific Risk: Mobile Workplace (MW)




dates, if possible)

MW1. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur whilethey are on the road?

MW2. Are vehiclesused by workersregularly maintained?









Develop procedures to ensurevehicles used by workers areregularly maintained.

49





dates, if possible)

MW3. Are vehiclesequipped with specialsecurity devices?

MW4. Are workersworking in remote orisolated locations?

MW5. Do workerswork at times ofincreasedvulnerability, such as late at night, early in the morning,or at very quiet timesof day?

Consider the followingmeasures:• Installing an alarm system in

the vehicle• Installing a video camera in

the vehicle• Making GPS available for

those who want the system orproviding GPS-equipped cellphones

Provide appropriatecommunications or individualsecurity devices (telephone,two-way radio, alarm buttons,etc.) and ensure these deviceswill be available should aproblem arise.







dates, if possible)

MW6. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

MW7. Do you haveprocedures forworkers to followwhen dealing withstrangers orintruders?

Develop and implementprocedures to identify, evaluate,and inform workers about risksof violence related to specificsituations or clients.





50





dates, if possible)

MW8. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients or members ofthe public?

MW9. Do youmaintain regularcontact with workerswho are in a mobileworkplace?

MW10. Are thereother measures orprocedures needed toprotect workers fromthe risks of a mobileworkplace?

MW11. Are workerstrained in safetyroutines for parking,and leaving andreturning to theirvehicles?



go to a safe area






Training could include:• being observant – look

and listen• not slinging purses or bags



and the checking back seatbefore unlocking the vehicle





• how to choose a safe parking spot

• looking for adequate light from street lamps

51





dates, if possible)

MW12. Are workerstrained to be aware oftravel in potentiallyunsafe areas and ofpotentially violentsituations?

MW13. Are workersand supervisorstrained in all relevantmeasures andprocedures forprotecting themselvesfrom workplaceviolence associatedwith a mobileworkplace?


about potentially violentpeople, situations, or high-risklocations

• areas that are remote,isolated, and/or unsafe

• knowing where phonesystems do not work

• characteristics of aggressiveor violent people and signs ofescalation

• recognition of potentiallyviolent situations, includingsituations of sexual violence

• recommended actions andreactions, including when toleave or escape




52


This assessment may help workplaces determine the risk of workplace violence where workers perform services in a

fixed location in a high-crime area. A high-crime area is identified by police and insurance and real estate broker

statistics. Examples of activities include:

• Working in areas where there is a high potential for assault, sexual assault, or robbery, based on police statistics

• Working in areas where there is a high potential for theft and/or property damage, based on insurance and

realtor/broker statistics



Assessment for Specific Risk: Working in High-Crime Areas (CA)




dates, if possible)

CA1. Have yousurveyed the outsideof the building andparking lots forpossible hidingplaces?

CA2. Are theredesignated, well-lit,monitored walkwaysfor workers?

CA3. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur?



Eliminate or minimize hidingplaces (cut shrubbery, changethe design of garbage bins,etc.).

Position security cameras inhigh-risk locations andcontinuously monitor them.

Identify/designate safe entranceand exit walkways for workers.







53





dates, if possible)

CA4. Is public accessto the workplacerestricted?

CA5. Is there asystem to verify theidentity of personsdelivering goods andservices?

CA6. Do workerswork at times ofincreasedvulnerability, such aslate at night, early inthe morning, or atvery quiet times ofday?

CA7. Do workerswork in remote andisolated areas insidethe building?


clients or other visitors andcontrolling access to otherdoors









Measures and procedures couldinclude:• conducting a visual (camera,

window) and audio checkbefore opening the receiving-area door

• scheduling deliveries




Maintain regular contact withworkers by:• providing cell phones,

walkie-talkies, or othercommunications or monitoring devices

• establishing regular contact times

• designating a person tomonitor contact with workers,and to follow up if contact is lost

54





dates, if possible)

CA8. Have yousurveyed the interiorof the building forpossible hidingplaces?

CA9. Are there anyother risks associatedwith the physicalenvironment and ahigh-crime area?

Consider the followingmeasures:• Avoiding having only one

worker on shift, if possible, orhaving a buddy system duringopening and closing hours

• Shortening the businesshours in remote or isolatedareas, if possible

• Joining your building orneighbouring businesses tocoordinate security

• Positioning cameras in high-risk locations andcontinuously monitoring them

Consider the followingmeasures:• Locking storage rooms,

washrooms, etc. to limitclient/visitor access

• Continuously monitoringpotential hiding places(stairwells, etc.)





dates, if possible)

CA10. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

CA11. Do you haveprocedures forworkers to followwhen dealing withstrangers orintruders?

Develop and implementprocedures to identify, evaluate,and inform workers about risksof violence related to specificsituations or clients.

Develop and implementprocedures, which couldinclude:• how to question strangers




55





dates, if possible)

CA12. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients or members ofthe public?

CA13. Have youdeveloped a workingrelationship withcommunity crime-prevention groups?

CA14. Do you providesafe transportationhome very early orlate at night?

CA15. Are there othermeasures andprocedures thatwould protect workersfrom the risks ofworking in high-crimeareas?

CA16. Are workerstrained in safetyroutines for parking,and for leaving andreturning to theirvehicles?

Develop and implementprocedures, which couldinclude:• recommended actions and

responses• when to call for help or go to a

safe area

Consider participating incommunity efforts to reducecrime (attend meetings,participate in awarenesscampaigns, volunteer forcommunity activities or fundraisers, etc.).

Develop and implementprocedures for providing safetravel home when workers areworking very early in themorning or late at night (taxiservice to workerʼs door, etc.).












• looking for adequate light from street lamps

56





dates, if possible)

CA17. Are workerstrained in safetyroutines for usingpublic transportation?

CA18. Are workersand supervisorstrained in all relevantmeasures andprocedures forprotecting them fromworkplace violenceassociated with high-crime areas?




• carrying keys in hand• looking for adequate light

from street lamps




57


This assessment is designed to help workplaces assess the risk of workplace violence where a worker’s principal job

function includes protecting or securing valuable goods in transport and/or in a fixed location which, if left unprotected

or unsecured, might become a target for theft or loss. Such workers include, but are not limited to, security guards.

Activities may include:

• Working in the presence of cash, goods, or medications that may be readily sold or pawned

• Working in the presence of valuable portable goods, such as precious metals, vehicles, or electronics

• Transporting cash or valuable goods, especially to remote or isolated locations

• Protecting valuable goods in an area open to the public

• Intervening in a situation to prevent theft or loss

• Patrolling alone or at night, especially in remote or isolated locations



Assessment for Specific Risk: Securing/Protecting

Valuable Goods (SV)




dates, if possible)

SV1. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur?

SV2. Are workersworking in remoteand isolated areas?




summon assistance, such asindividual or fixed alarms(sounding or silent) or cellphones (pre-programmed tocall emergency number)


• establishing an internal codeword or words to indicate thathelp is needed


available

See SV1 and SV8. Consider a buddy system.

58





dates, if possible)

SV3. Do workerswork at times ofincreasedvulnerability, such aslate at night, early inthe morning, or atvery quiet times ofday?

SV4. Are vehiclesused by workersregularly maintained?

SV5. Is interior andexterior lightingadequate?

SV6. Are there anyother risks associatedwith the physicalenvironment andsecuring/protectingvaluables?

Assess higher-risk times andthe need for additionalmeasures to protect workers,such as:• rescheduling hours, if possible• adding workers or using a

buddy system• providing appropriate

communications or individualsecurity devices forsummoning assistance

Develop and implementprocedures to ensure vehiclesused by workers are regularlymaintained.

Discuss with the client the risksposed by inadequate lightingand consider providing workerswith high-beam flashlights.





dates, if possible)

SV7. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

SV8. Do you maintainregular contact withworkers who aresecuring or protectingvaluables?

Develop and implementprocedures to identify, evaluate,and inform workers about risksof violence related to specificlocations or clients:• location (unsafe area,

isolation, unlit parking area,poor lighting, unsafe building)

• history of violence associatedwith activity/work location(robberies, etc.)




• designating a person tomonitor contact with workersand follow up if contact is lost

59





dates, if possible)

SV9. Are there othermeasures orprocedures needed toprotect workers fromthe risks of securingor protectingvaluables?

SV10. Are workerstrained in safetyroutines for parking,and leaving andreturning to theirvehicles?

SV11. Have workersreceived training inrobbery preventionand response?

SV12. Are workerstrained to recognizeand deal withpotentially violentpeople, situations, orhigh-risk locations?SV13. In addition to

(e.g., an operations roomoperator may contact theguard every hour via adedicated radio system –ensure the supervisorcontacts the guard, and thepatrol guard notifies thesupervisor, if either knows of achange in a scheduled patrol).















workers


about potentially violentpeople, situations, or locations


60





dates, if possible)

the above, areworkers andsupervisors providedwith information,instruction, and/ortraining to protectthem from the risks ofsecuring andprotecting valuables?








61


This assessment is designed to help workplaces determine the risk of workplace violence where workers transport

people in taxis, buses, streetcars, or subways, and where workers transfer goods of all kinds in trucks and mid-size

vehicles. Examples of activities include:

• Working in high-density traffic routes

• Working in areas where there is exposure to “road rage”

• Working in areas where there is limited or no access to communication tools

• Working in situations where the public has physical access to the driver/staff

• Working in situations where fare collection and the enforcement of fares is required

• Working in situations where there is exposure to theft of goods that are being transferred



Assessment for Specific Risk: Transporting People

and/or Goods (TG)




dates, if possible)

TG1. Do passengershave physical accessto drivers?

TG2. Do drivers carrylarge amounts ofmoney?



Consider the followingmeasures:• Removing direct access

by installing a cage,barrier/partition, or door with a glass shield

• Posting a sign to warnpassengers of the outcomes if the driver is harassed (e.g.,they will be denied access toservice, the police will becalled)

Public transportation: • Encourage the use of tickets,

tokens, or Smart Cards

Truck drivers (transportinggoods):• Increase the use of

debit/credit cards for paymentof goods

• Carry little cash (establish arule that money in excess of aset amount must be depositedat the bank)

62


Overview and Context for ActionPhysical Yes No N/A Examples of Controls Existing Controls Recommended Controls



dates, if possible)

TG3. Do workerswork at times ofincreasedvulnerability, such aslate at night, early inthe morning, duringvery long work hours,or at very quiet timesof day?

TG4. Are workerstransporting people orgoods in remote andisolated areas?

TG5. Are vehiclesused by workersregularly maintained?

TG6. Can workerscall for immediatehelp when workplaceviolence occurs or islikely to occur?

Taxi drivers: • Increase the use of

debit/credit cards for farepayment

• Carry little cash (establish arule that money in excess of aset amount must be depositedat the bank)

See the Assessment for SpecificRisk: Handling Cash for moresuggestions about deposits.

Assess higher-risk times andthe need for additionalmeasures to protect workers,such as:• rescheduling hours, if possible• adding workers or using a

buddy system• providing appropriate

communications or individualsecurity devices forsummoning assistance

See TG6 and TG9. Consider a buddy system.

Develop and implementprocedures to ensure vehiclesused by workers are regularlymaintained, such as:• daily, weekly, and monthly

maintenance checklists• checking interior and exterior

mirrors and replacingdamaged mirrors

• installing new large full-access mirrors in areas whereit is required

Where a vehicle is inoperablewhile passengers are present,notify them in a calm mannerand immediately call for backup. Avoid confrontations.


summon assistance, such asindividual or fixed alarms(sounding or silent) or cellphones (pre-programmed tocall emergency number)

• flashing lights, such as thoseused on taxis in some cities

63





dates, if possible)

TG7. Is thereadequate lightingwithin and outside thevehicle?

• GPS tracking systems toallow fast access tosupervisors and emergencyservices




Ensure the brightness levels,glare, contrast, and shadowsare maintained at levels thatcreate appropriate surveillanceconditions internally andexternally. Ensure that all light fixtureswork properly and are regularlyserviced and maintained.




dates, if possible)

TG8. Do you haveprocedures to identify,evaluate, and informworkers aboutspecific high-riskclients, situations, orlocations?

TG9. Do you maintainregular contact withworkers who aretransporting people orgoods?

Develop and implementprocedures to identify, evaluate,and inform workers about risksof violence related to specificlocations or clients.




• designating a person tomonitor contact with workersand follow up if contact is lost(e.g., an operations roomoperator may contact thedriver every hour via adedicated radio system)

64





dates, if possible)

TG10. Do you haveprocedures forworkers to followwhen dealing withaggressive or violentclients or others?

TG11. Arepassengers and clients notified of thevehicleʼsschedule (includingarrival time)?

TG12. Do you have aprocedure regardingthe correct responseto fare disputes?

TG13. Are there othermeasures orprocedures needed toprotect workers fromthe risks oftransporting people orgoods?

Develop and implementprocedures, which couldinclude:• recommended actions and


go to a safe area

All transportation sectors:• Early notification can relieve

passenger-client aggressioncaused by fear of missing abus, streetcar, subway, or taxi,or the late arrival of goods.

• If delays are expected, driversshould immediately notifypassengers or clients (byannouncement, on anelectronic sign, or over thephone).

Public transportation: • Post schedules to make it

easy for public to view (e.g.,at stations, at each stop,online)

Truck drivers (transportinggoods):• Notify client of the arrival day

and time in advance, either byphone, letter, or email.

• Call close to scheduleddelivery time to notify client ofdelays, if necessary.

Taxi: • Dispatcher should notify client

of the anticipated arrival timeand expected delays, if any.

Procedures should: • clearly define when the driver

should withdraw from thedispute (workers must not toput themselves in danger forthe collection of the correctfare – do not leave the natureof the response to theindividual driverʼs discretion)

• rule out any negativeconsequences for failure tocollect the correct fare

Measures and procedures will depend on the specificworkplace.

65





dates, if possible)

TG14. Have workersreceived training inrobbery preventionand response?

TG15. Are workerstrained to recognizeand deal withpotentially violentclients, situations, orhigh-risk locations?

TG16. In addition tothe above, areworkers andsupervisors providedwith information,instruction, and/ortraining to protectthem from the risks oftransporting peopleand/or goods?



workers


about potentially violentpeople, situations or locations






See the Canadian Urban TransitAssociationʼs AmbassadorTraining Program for Difficultand Dangerous Situations onBuses and Streetcarshttp://www.cutaactu.ca/en/transit_ambassador.


arising from transportingpeople and/or goods


66


Action Plan

Name of Employer/Department: Job:

Area: Address:

Date: Completed by:

Controls or Actions Assigned To End Date Monitor Other Actions

Effectiveness

Action Plan

67


The management of ________________(insert company name) is committed to the prevention of workplace

violence and is ultimately responsible for worker health and safety. We will take whatever steps are reasonable to

protect our workers from workplace violence from all sources. (The workplace may wish to insert the definition of

workplace violence and to list the sources of workplace violence)

Violent behaviour in the workplace is unacceptable from anyone. This policy applies to (the workplace may wish to

list to who this policy applies to, especially if it applies to persons other than workers, such as visitors,

clients, delivery persons, volunteers, etc.). Everyone is expected to uphold this policy and to work together to

prevent workplace violence.

There is a workplace violence program that implements this policy. It includes measures and procedures to protect

workers from workplace violence, a means of summoning immediate assistance and a process for workers to report

incidents, or raise concerns. (The workplace may wish to specify and expand upon the components of the

workplace violence program here.)

_____________, (insert company name) as the employer, will ensure that this policy and the supporting program

are implemented and maintained and that all workers and supervisors have the appropriate information and

instruction to protect them from violence in the workplace.

Supervisors will adhere to this policy and the supporting program. Supervisors are responsible for ensuring that

measures and procedures are followed by workers and that workers have the information that they need to protect

themselves.

Every worker must work in compliance with this policy and the supporting program. All workers are encouraged to

raise any concerns about workplace violence and to report any violent incidents or threats. (The workplace may

wish to provide more information about how to report incidents, and may wish to emphasize that there will

be no negative consequences for reports made in good faith.)

Management pledges to investigate and deal with all incidents and complaints of workplace violence in a timely and

fair manner, respecting the privacy of all concerned to the extent possible. (The workplace may wish to provide

more information about how incidents and complaints will be investigated and/or dealt with.)

Signed: __________________________________ President/CEO Date: ________________

The workplace harassment policy should be consulted whenever there are concerns about harassment in the

workplace.

Example Workplace Violence Policy

68


The management of _______________(insert company name) is committed to providing a work environment in

which all individuals are treated with respect and dignity.

Workplace harassment will not be tolerated from any person in the workplace (The workplace may wish to list the

sources of workplace harassment). Everyone in the workplace must be dedicated to preventing workplace

harassment. Managers, supervisors, and workers are expected to uphold this policy, and will be held accountable by

the employer (If the policy applies to other people in the workplace, they should also be listed).

Workplace harassment means engaging in a course of vexatious comment or conduct against a worker in a

workplace – a comment or conduct that is known or ought reasonably to be known to be unwelcome (The workplace

may wish to list examples of unacceptable behaviour).

Harassment may also relate to a form of discrimination as set out in the Ontario Human Rights Code, but it does not

have to (The workplace may wish to include information about what constitutes discriminatory harassment

under Ontario’s Human Rights Code).

This policy is not intended to limit or constrain the reasonable exercise of management functions in the workplace

(The workplace may wish to include examples of work functions that would generally not be considered

workplace harassment).

Workers are encouraged to report any incidents of workplace harassment (The workplace may wish to provide

more information about how to report incidents and may wish to emphasize there will be no negative

consequences for reports made in good faith).

Management will investigate and deal with all concerns, complaints, or incidents of workplace harassment in a fair

and timely manner while respecting workers’ privacy as much as possible (The workplace may wish to provide

more information about how incidents of harassment will be investigated and/or dealt with).

Nothing in this policy prevents or discourages a worker from filing an application with the Human Rights Tribunal of

Ontario on a matter related to Ontario’s Human Rights Code within one year of the last alleged incident. A worker

also retains the right to exercise any other legal avenues that may be available.

Signed: __________________________________ President/CEO Date: ________________

The workplace violence policy should be consulted whenever there are concerns about violence in the workplace.

Example Workplace Harassment Policy

69


Recognizing Domestic Violence in the Workplace

It is in your best interests to be able to recognize the signs of domestic violence.

What follows are some signs that may be noticed in the workplace.

The victim may:

• try to cover bruises;

• be sad, lonely, withdrawn, and afraid;

• have trouble concentrating on a task;

• apologize for the abuser’s behaviour;

• be nervous when the abuser is in the workplace;

• make last-minute excuses or cancellations;

• use drugs or alcohol to cope; or

• miss work frequently or more often than usual.

The abuser may interfere with the victim while at work by:

• repeatedly phoning or emailing the victim;

• stalking and/or watching the victim;

• showing up at the workplace and pestering co-workers with questions about the victim

(Where is she? Who is she with? When will she be back?, etc.);

• displaying jealous and controlling behaviours;

• lying to co-workers (she’s sick today, she’s out of town, she’s home with a sick child, etc.);

• threatening co-workers (if you don’t tell me, I’ll…);

• verbally abusing the victim or co-workers;

• destroying the victim’s or the organization’s property; or

• physically harming the victim and/or co-workers.

The abuser may attempt to prevent the victim from getting to work by:

• interfering with transportation by hiding or stealing the victim’s car keys or transportation money;

• hiding or stealing the victim’s identification cards;

• threatening deportation in a situation where the victim was sponsored;

• failing to show up to care for children; or

• physically restraining the victim.

To find out more about what you can do to help a worker who is the victim of workplace violence, see the

Domestic Violence section of Developing Workplace Violence and Harassment Policies and Programs:

What Employers Need to Know http://www.labour.gov.on.ca/english/hs/wvps_guide/index.php

70


Safety planning is a way to increase the victim’s safety. By examining possible steps that victims of domestic violence

– and those around them – can take to minimize the risk of violence, you can increase safety in your workplace.

Safety plans look at the steps that can be taken at different points in time or in various situations (when at work, while

living with the abuser, getting ready to leave the abuser, leaving the abuser, after leaving the abuser, and protecting

children and family pets). Creating a safety plan requires experience in risk and threat assessments, so you may want

to connect with services in your community to get expert help with completing the plan.

Below, you will find information on the general features of a safety plan, as well as where to go for help with creating one.

A safety plan:

• identifies actions to increase the worker safety;

• is prepared in advance based on the possibility of further violence;

• needs to be created with the affected employee as she knows the abuser’s patterns of behaviour, the higher-

risk times, and the resources available to her;

• suggests actions that the worker and employer can take – it doesn’t dictate absolute steps;

• recognizes that the abuser’s behaviour cannot be controlled, but that the plan may increase the worker’s safety,

her co-workers’ safety, or the safety of her children; and

• is fluid – it needs to be reviewed regularly and revised as needed to respond to changes.

A workplace safety plan generally will look at:

• increased security measures for the victim while at work or travelling to and from work (panic buttons, caller i.d.,

door security, code words, photo of abuser supplied to security, escorts to car or public transportation)

• record-keeping options for possible police evidence (e.g., threatening voice mails or emails)

• emergency contact person if the employer is unable to reach the worker

• alternative work arrangements to adjust the worker’s schedule or location in order to increase the worker’s

safety

Services that provide safety planning include:

• The Assaulted Women’s Helpline at 1-866-863-0511 and TTY 1-866-863-7868. They offer anonymous and

confidential crisis support for abused women in Ontario in 154 languages. Service representatives discuss the

warning signs of abuse and give practical advice on safety planning and other community resources.

• Shelternet at www.shelternet.ca or 416-642-5463. They provide information for abused women, their family,

friends, and colleagues on a variety of topics, including finding shelter and safety planning.

• Shelters for abused women. Their phone numbers can be found in your community telephone listings. They

provide emergency shelter and support services to women and their children in various stages of their abusive

relationship, including safety planning.

Creating a Safety Plan

71


Examples of safety plans:

• Creating a Safety Plan: www.cleonet.ca/resources/973

• Safety Planning: www.springtideresources.net/resources/show.cfm?id=136

• Safety Planning for Women who are Abused:

http://www.neighboursfriendsandfamilies.ca/eng/safetyplanningforwomen.php

72


In some cases of domestic violence, the victim and the abuser will work in the same organization. Keeping the victim

safe will require the employer to respond effectively to the worker who is abusive. It is important to hold the abuser

accountable for any unacceptable behaviour in the workplace.

In some instances, the violence may appear mutual, but there is usually one person who is exerting power and

control over the other to cause fear. Victims may act defensively or reactively to the violence. Keep this dynamic in

mind as you address domestic violence in the workplace.

Some steps that an employer can take to respond to a worker who is abusive and who works in the same

organization as the victim include:

• providing information on the Employee Assistance Program (EAP) or community counselling;

• following disciplinary steps that hold the abuser accountable for any unacceptable behaviour and ensuring that

the victim and co-workers are protected;

• setting up alternative work arrangements so the abuser does not have access to the victim;

• calling the police to investigate and requesting restraining orders that keep the abuser away for the workplace

and the victim; and

• ensuring that co-workers do not try to intervene physically to prevent or stop the violence themselves, and that

police or counsellors are involved.

For further information on dealing with abusers, see the following resources:

1. "How to Talk to Men”: The Centre for Research and Education on Violence Against Women and Children,

Neighbours, Friends and Families. www.neighboursfriendsandfamilies.ca/eng/talktomen.php

2. “Recognize. Respond. Refer: What to Do when Abuse at Home Comes to Work”: Liz Claiborne.

http://www.loveisnotabuse.com/c/document_library/get_file?p_l_id=45693&folderId=72612&name=DLFE-6.pdf

What if the Abuser and the Victim Belong to the Same Workplace?

73


Resources

■ Ontario Health and Safety Associations

http://www.preventiondynamics.com

Health and Safety Association for

Government Services

Tel: 416-250-2131

Toll-free: 1-877-250-7444

www.hsags.ca

• education

• municipalities

• community and healthcare

Infrastructure Health and Safety Association

Tel : 905 212-7933

www.ihsa.ca

• aggregates

• construction

• electrical and utilities

• natural gas

• transportation

• ready-mix concrete

Safe Workplace Promotion Services Ontario

1-888-478-6772

www.ossa.com

• farm sector

• industrial sector

• service sector

Workplace Safety North

Tel: 705-474-7233

Toll-free: 1-888-730-7821

www.workplacesafetynorth.ca

• mining

• forestry

• pulp and paper

Occupational Health Clinics

for Ontario Workers, Inc.

Phone: (416) 449-0009

1-888-596-3800

http://www.ohcow.on.ca

Workers Health and Safety Centre (WHSC)

Phone: (416) 441-1939

1-888-869-7950

http://www.whsc.on.ca

■ Other Occupational Health

and Safety Contacts

Institute for Work and Health

http://www.iwh.on.ca

Ministry of Labour

http://www.labour.gov.on.ca/

Workplace Safety and Insurance Board

http://www.wsib.on.ca

Canadian Centre for Occupational Health and Safety

http://www.ccohs.ca/oshanswers

■ For Human Rights

Ontario Human Rights Commission

http://www.ohrc.on.ca

(416) 314-4500

Ontario Human Rights Legal Support Centre

http://www.hrlsc.on.ca

Tel: (416) 314-6266

Toll Free: 1-866-625-5179

■ For Domestic Violence

Ontario Women’s Directorate

http://www.citizenship.gov.on.ca/owd/

74


■ Ministry of Labour Publications

A Guide to the Occupational Health and Safety Act

http://www.labour.gov.on.ca/english/hs/pubs/ohsa/index.php

Workplace Violence and Harassment: Understanding

the Law

http://www.labour.gov.on.ca/english/hs/pubs/wpvh/index.php

MOL Factsheet: Protecting Workers From Workplace

Violence and Harassment

http://www.labour.gov.on.ca/english/hs/sawo/pubs/fs_workplaceviolence.php

Violence and Harassment Website

http://www.labour.gov.on.ca/english/hs/pubs/workplaceviolence.php

■ Ontario Human Rights Publications

Guide to Your Rights and Responsibilities Under the Human

Rights Code

http://www.ohrc.on.ca/en/resources/Guides/GuideHRcode2

Guidelines on Developing Human Rights Policies and

Procedures http://www.ohrc.on.ca/en/resources/Policies/gdpp

■ OHSCO Publications

Domestic Violence Doesn’t Stop When Your Worker Arrives at

Work: What Employers Need to Know to Help

http://www.osach.ca/products/free_resource.shtml

Domestic Violence Doesn’t Stop When You go to Work: How to

get Help or Support a Colleague who may Need Help

http://www.osach.ca/products/free_resource.shtml

■ Canadian Centre for Occupational Health

and Safety (CCOHS) Publications

Bill C-45 – Overview

http://www.ccohs.ca/oshanswers/legisl/billc45.html

Violence in the Workplace Prevention Guide

http://www.ccohs.ca/products/publications/violence.html

■ Domestic Violence/Safety Plan Resources

The Assaulted Women’s Helpline

Phone: 1-866-863-0511

TTY 1-866-863-7868

http://www.awhl.org

Shelternet

Phone: 416-642-5463

http://www.shelternet.ca

Community Legal Education Ontario

www.cleonet.ca/resources/973

Springtide Resources

www.springtideresources.net/resources/show.cfm?id=136

Neighbours Friends and Families

http://www.neighboursfriendsandfamilies.ca/

http://www.kanawayhitowin.ca/index.php

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This document is part of the Occupational Health and Safety Council of Ontario’s Workplace Violence Prevention

Series. It was developed in partnership with the members of the Occupational Health and Safety Council of Ontario

(OHSCO). Supporting members include:

• Health and Safety Association for Government Services (HSAGS)

• Safe Workplace Promotion Services Ontario (SWPSO)

• Infrastructure Health and Safety Association (IHSA)

• Workplace Safety North

• Institute for Work & Health

• Occupational Health Clinics for Ontario Workers, Inc.

• Ontario Ministry of Labour

• Workers Health and Safety Centre

• Workplace Safety and Insurance Board (Ontario)

The Ontario Women’s Directorate, part of the Ontario Ministry of Citizenship and Immigration, was also

involved in the development of this document.

Acknowledgements

Documents

Developing Workplace Violence and Harassment Policies and …… · Developing Workplace Violence and Harassment Policies and Programs: A Toolbox Thissection outlinespolicies prgras